Intellectual Competencies
|
|
- Michael Freeman
- 7 years ago
- Views:
Transcription
1 Intellectual Competencies 1. Intelligence a. Please describe your learning ability. b. Describe a complex situation in which you had to learn a lot, quickly. How did you go about learning, and how successful were the outcomes? --'2. Analysis Skills a. Please describe your problem analysis skills b. Do people generally regard you as one who diligently pursues every detail or do you tend to be more broad brush? Why? c. What will references indicate are your style and overall effectiveness in "sorting" the wheat from the chaff? d. What analytic approaches and tools do you use? e. Please give me an example of digging more deeply for facts than what was asked of you?. 3. Judgment/Decision Making a. Please describe your decision-making approach when you are faced with difficult situations, in comparison with others, at about your level in the organization. Are you decisive and quick, but sometimes too quick, or are you more thorough but sometimes too slow? Are you intuitive or do you go purely with the facts? Do you involve many or few people in decisions? b. What are a couple of the most difficult or challenging decisions you have made recently? c. What are a couple of the best and worst decisions you have made in the past year? d. What maxims do you live by? e. Describe a situation where you had to make a large decision in a work situation. What steps did you take to reach your decision? 4. Conceptual Ability a. Are you more comfortable dealing with concrete, tangible, shortterm issues, or more abstract, conceptual, long-term issues? Please explain. 5. Creativity a. How creative are you? What are the best examples of your creativity in processes, systems, methods, products, structure, or services? b. Do you consider yourself a better visionary or implementer, and why?
2 Strategic Skills a. In the past year, what specifically have you done in order to remain knowledgeable about the competitive environment, market and trade dynamics, products/services and technology trends, innovations, and patterns of consumer behavior? b. Please describe your experience in strategic planning, including successful and unsuccessful approaches. -.--:l. Pragmatism a. Do you consider yourself a more visionary or more pragmatic thinker, and why? 8. Risk Taking a. What are the biggest risks you have taken in recent years? Include ones that have worked out well and not so well. 9. Leading Edge a. How have you copied, created, or applied best practices? b. Describe projects in which you're best practice solutions did and did not fully address customer/client needs. c. How will your references rate and describe your technical expertise? d. How computer literate are you? 10. Education a. What seminars or formal education have you participated in (and when)? 11. Experience a. Describe how your past work experience can be applied or is applicable to this position. b. What experiences in your work history have taught you the most? c. What skills have you acquired from your past work experiences? 12. Track Record a. Looking back on your career, what were you most and least successful jobs? b. What kind of employee have you been in the past? c. What would your last manager say about you as an employee? Personal Competencies 13. Integrity a. Describe a situation or two in which the pressures to compromise your integrity were the strongest you have ever felt.
3 b. What are a couple of the most courageous actions or unpopular stands you have ever taken? c. When have you confronted unethical behavior or chosen to not say anything, in order to not rock the boat? d. Under what circumstances have you found it justifiable to break a confidence? 14. Resourcefulness a. What actions would you take in the first weeks, should you join our organization? b. What sorts of obstacles have you faced in your presenumost recent job, and what did you do? c. What are examples of circumstances in which you were expected to do a certain thing and, on your own, went beyond the call of duty? d. Who have been your major career influences, and why? e. Are you better at i,nitiating a lot of things or hammering out results for a few things? Organization/Planning a. How well organized are you? What do you do to be organized and what, if anything, do you feel you ought to do to be better organized? b. When was the last time you missed a significant deadline? c. Describe a complex challenge you have had coordinating a project. d. Are you better at juggling a number of priorities or projects simultaneously, or attacking few projects, one at a time? e. Everyone procrastinates at times. What are the kinds of things that you procrastinate on? f. How would you describe your work habits? g. If I were to talk with administrative assistants you have had during the past several years, how would they describe your strengths and weak points with respect to personal organization, communications, attention to detail, and planning? h. Describe a situation that did not go as well as planned. What would you have done differently? 16. Excellence a. Have you significantly "raised the bar" for yourself or others? Explain how you did it- your approach, the problems encountered, and the outcomes. b. Have you ever received any special recognition awards in a work or educational setting? What were they? What was the criteria?
4 17. Independence a. Do you believe in asking for forgiveness rather than permission, or are you inclined to be sure your bosses are in full agreement before you act? b. How much supervision do you want or need? 18. Stress Management a. What do you do to alleviate stress? (Look for exercise, quiet periods, etc.) b. How do you handle yourself under stress and pressure? c. Describe yourself in terms of emotional control; what sorts of things irritate you the most or get you down? d. How many times have you "lost your cool" in the past couple of months? (Get specifics) e. Describe a situation in which you were the most angry you have been in years. 19. Self~Awareness a. Have you gotten any sort of systematic or regular feedback from direct reports, clients, peers, supervisors, etc. and if so, what did you learn? b. How much feedback do you like to get from people you report to, and in what form (written, face to face)? c. What are the biggest mistakes you've made in the past (ten) years, and what have you learned from them? d. What are your principal development needs and what are your plans to deal with them? e. What have been the most difficult criticisms for you to accept? 20. Adaptability a. How have you changed during the recent years? b. What sorts or organization changes have you found easiest and most difficult to accept? c. When have you been so firm people considered you stubborn or inflexible? 21. First Impression a. What sort of first impression do you think you make at different levels in an organization? Interpersonal Competencies 22. Likeability a. When were you so frustrated you did not treat someone with ~ respect? b. How would you describe your sense of humor?
5 c. Tell me about a situation in which you were expected to work with a person you disliked. 23. Listening a. Are you familiar with the term active listening? How would you define it? What would coworkers say regarding how often and how effectively you use active listening? 24. Customer Focus a. If you were to arrange confidential reference calls with some of your major clients/customers, what is your best guess as to what they would generally agree are your strengths and areas for improvements? b. Relate an example of your partnering with a client/customer helping the client/customer to achieve its goals and financial results. c. Give examples of your going beyond what was normally expected to enhance your company's reputation or image. d. Describe your methods of diagnosing clienucustomer needs. e. What is your "track record" in both acquiring and retaining clients/customers? f. Tell me about the most frustrated or disappointed client/customer you have had in recent years. 25. Team Player a. What will reference checks disclose to be the common perception among peers regarding how much of a team player you are (working cooperatively, building others' confidence and selfesteem)? b. Describe the most difficult person with whom you have had to work. c. When have you stood up to a boss? d. Tell me about a situation in which you felt others were wrong and you were right? 26. Assertiveness a. How would you describe your level of assertiveness? b. When there is a difference of opinion, do you tend to confront people directly or indirectly, or tend to let the situation resolve itself? c. Please give a couple of recent specific examples in which you were highly assertive: one in which the outcome was favorable, and one where it wasn't. 27. Communications- Oral ' a. How would you rate yourself in public speaking? If we had a video tape of your most recent presentation, what would we see?
6 b. Describe the last time you put your foot in your mouth? c. How do you communicate with your organization? d. Describe a situation where you had to give oral directions? How did you clarify with the recipient? 28. Communications-Written a. How would you describe your writing style in comparison with others' styles? 29. Political Savvy a. Describe a couple of the most difficult, challenging, or frustrating company political situation you have faced. b. How aware are you of company political forces that may affect your performance? Please give a couple of examples of the most difficult political situations in which you have been involved, internally and with clients. 30. Negotiation a. Describe situations in which your negotiation skills proved effective and ineffective. 31. Persuasion a. Describe a situation in which you were most effective selling an idea or yourself. b. Describe situations in which your persuasion skills proved ineffective. Motivational Competencies 32. Energy a. How may hours per week have you worked, on the average, during the past year? b. What motivates you? 33. Passion a. How would you rate yourself (and why) in enthusiasm and charisma? b. Describe the pace at which you work-fast, slow, or moderate and circumstances under which it varies. 34. Ambition ~... a. Who has been recent career influences, and why? 35. Compatibility of Needs ----.; a. Is there anything we and I can do to help you if there is a job change?
7 Balance In Life a. How satisfied are you with your balance in life- the balance among work, wellness, community involvement, professional associations, hobbies, etc? 37. Tenacity a. What are examples of the biggest challenges you have faced and overcome? b. What will references say is your general level of urgency? Management Competencies 38. Selecting Players a. What have your most recent two teams looked like (how many A, B, and C players) and what changes were made? b. Explain your selection process in terms of job analysis, job description, behavioral competencies, amount of structure to interview, if there is an in-depth chronological interview, and how reference checks are,done. 39. Coaching a. How would subordinates you have had in recent years describe your approaches to training and developing them? (Look for coaching, challenging assignments). 40. Goal Setting a. How do you go about establishing goals for performance (bottom up, top down, or what)? Are they easy or "stretch" goals? b. How are your expectations communicated? 41. Employment a. How "hands-on" are you as a manager? 42. Accountability a. Tell me about the performance management system you now use. b. How effective have been your methods for following up on delegated assignments? c. Tell me about accountability. What happens when people fail to perform? d. What do you say or do when someone reporting to you has made a significant mistake? e. Cite examples of your giving negative feedback to someone. 43. Redeploying BIC Players a. How many non-performers have you removed in recent 'years? What approaches were used? ( Look for regular, honest, feedback,
8 sincere training and development efforts, BIC players more apt to ask for a different job or quit that to be fired, and redeployment in months, not years) 44. Team Building a. How have you tried to build teamwork? b. Which of your teams has been the biggest disappointment in terms of cohesiveness or effectiveness? 45. Diversity a. When have you actively confronted indications of discrimination or prejudicial behavior? b. How have you added to diversity (ethnic, cultural, racial, gender) in a workplace? c. Have there been any successful employment charges against you? 46. Running Meetings. a. How productive are meetings you run? How could they become more productive? b. How would you describe your role in meetings-ones that you have called and those in which you have been a participant? Leadership 47. Vision a. What is (was) your vision for your present (most recent) job? How was the vision developed? 48. Change Leadership a. In what specific ways have you changed an organization the most (in terms of direction, results, policies)? b. What has been your approach to communications in changes? 49. Inspiring "Fellowship" a. Are you a "natural leader"? If so, cite indications. b. Give examples of when people might have readily followed your lead and when they did not. 50. Conflict Management a. Describe a situation in which you actively tore down walls or barriers to teamwork. b. Describe situations in which you prevented or resolved conflicts. c. If two subordinates are fighting, what do you do? ( Look for bringing them together to resolve it).
9 Examples of Open Ended questions What is your description of the ideal manager? How would you describe yourself as a employee? What kind of people do you find it difficult/easy to work with? If you were asked to perform a task that was not in your job description, how would you respond? How do you feel about the progress that you have made in your career to date? What does the prospect of this job offer you that your last/current job did not? What aspects of your work give you the greatest satisfaction? How do you go about discussing job dissatisfaction with your boss? How would you handle an employee who was consistently tardy? "... " What would you say to an employee who challenged your authority?.-, If you were given a task that created an undue amount of pressure, what would you do? What motivates you? Who or what has influenced you with regard to your career goals? Please give me an example of a project that did not turn out the way you planned? What happened?
Summary of Key Concepts. From. Topgrading: How Leading companies Win by Hiring, Coaching, and Keeping the Best People. By Bradford D. Smart, Ph.D.
Summary of Key Concepts From Topgrading: How Leading companies Win by Hiring, Coaching, and Keeping the Best People By Bradford D. Smart, Ph.D. WHY TOPGRADING? Definition: A player One who qualifies among
More informationInterview Questions. Accountability. Adaptability
Interview Questions The interview is just one assessment tool to help you make a final hiring decision and must be used in conjunction with other information gathered during the selection process (application
More informationINTERVIEW QUESTIONS: ADVICE AND GUIDANCE
INTERVIEW QUESTIONS: ADVICE AND GUIDANCE Although interviews can vary tremendously, from an informal chat to a panel interview, some questions always seem to crop up. It would be a good idea to review
More informationBEHAVIORAL INTERVIEW QUESTIONS INVENTORY
ACCOUNTABILITY/DEPENDABILITY Provide a specific example that best illustrates your ability to be counted on. Tell us about a time when you took responsibility for an error and were held personally accountable.
More informationSample Behavioural Questions by Competency
Competencies that support LEADING PEOPLE Change Leadership Please tell us about a time when you led a significant change in your organization and how you helped others to deal with the change. Tell me
More informationGLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager
GLOBAL FINANCIAL PRIVATE CAPITAL Job Description JOB TITLE: Client Relationship Manager Reports To: Financial Advisor Exempt Prepared by: ADP Resource June 10, 2014 SUMMARY This position is primarily responsible
More informationComplete List of Behavioral Interview Questions. Interviewing. by Alex Rudloff
Complete List of Behavioral Interview Questions Interviewing by Alex Rudloff Behavioral Interviewing, a style of interviewing that is increasing in popularity due to its effectiveness, can be an intimidating
More informationSamples of Interview Questions
Human Resources/Payroll Introductory/Warm-Up/Rapport Building How did you find out about this job opening? What attracted you to this position? What do you know about our organization? Why are you considering
More informationSAMPLE INTERVIEW QUESTIONS
SAMPLE INTERVIEW QUESTIONS Before you start an interview, make sure you have a clear picture of the criteria and standards of performance that will make or break the job, and limit your questions to those
More informationINTERVIEW QUESTIONS. Behavioral Questions by Job Competency
INTERVIEW QUESTIONS Initial Questions What is your primary reason for leaving your current company, and how could joining the University of New Mexico/this department fill that need? What do you think
More informationINTERVIEW QUESTIONS GUIDE
INTERVIEW QUESTIONS GUIDE Prepared by MBA Career Services USC Marshall School of Business March 2016 1 Table of Contents GENERAL QUESTIONS3 TOP TEN MOST ASKED QUESTIONS... 3 CAREER DIRECTION... 3 CORPORATE
More informationComplete List of Behavioral Interview Questions
Complete List of Behavioral Interview Questions Interviewing by Alex Rudloff on May 21st, 2007 Behavioral Interviewing, a style of interviewing that is increasing in popularity due to its effectiveness,
More informationPotential Interview Questions
Potential Interview Questions Listed below are some questions commonly asked by employers during interviews along with some hints about how to best answer each question. Outline or write out your responses
More informationBehavioral Interview Questions
Behavioral Interview Questions Carnegie Mellon has identified five core competencies that are required of all employees for success at the university. These are: Customer Service Teamwork Initiative Leadership
More informationGLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director
GLOBAL FINANCIAL PRIVATE CAPITAL, LLC Job Description JOB TITLE: Compliance Director SUMMARY: This position is primarily responsible for serving as the manager and supervisor within the Compliance Department
More informationINTERVIEWING QUESTIONS
INTERVIEWING QUESTIONS THE EMPLOYERS INTERVIEW PERSPECTIVE Interviewers want to determine if you are a fast learner, a good problem-solver, and a versatile, goal-directed person, whether you will fit the
More informationGuide to Interview Questions
Guide to Interview Questions Page 0 Table of Contents Behavioral Interview Definition... 3 Skill-Based Interview Definition... 3 Key Competencies... 3 Opening Questions... 3 Closing Questions... 4 Skill-Based
More informationCompetency Based Interview Questions
Competency Based Interview Questions When preparing to interview candidates, first identify the competencies that someone needs in order to be successful in the position. With those identified, you can
More informationSample interview question list
Sample interview question list Category A Introductory questions 1. Tell me about yourself. 2. Why would you like to work for this organisation? 3. So what attracts you to this particular opportunity?
More informationSample Interview Questions
Sample Interview Questions An interview provides the hiring manager a perfect opportunity to identify the applicant best qualified and best suited for the organization. Conducted properly, it is a valuable
More informationSample Behavioral-Based Interview Questions
Sample Behavioral-Based Interview Questions Background, skills overview, job/culture fit Communication Skills Confirmation of a work requirement Conflict Management/ Resolution Coping Skills/ Resilience
More informationInterviewing Strategies & Tips. Career Center For Vocation & Development
Interviewing Strategies & Tips Career Center For Vocation & Development Before the Interview A job interview is an opportunity to showcase your strengths, experience, and interest in the position for which
More informationEMOTIONAL INTELLIGENCE ABILITY TO IDENTIFY AND MANAGE ONE S OWN AND OTHERS EMOTIONS. 2013 Hogan Assessment Systems Inc.
EQ THE EMOTIONAL INTELLIGENCE ABILITY TO IDENTIFY AND MANAGE ONE S OWN AND OTHERS EMOTIONS. Report for John Doe ID HC243158 Date 27 February,2014 2013 Hogan Assessment Systems Inc. Introduction The Hogan
More informationEMOTIONAL INTELLIGENCE. Distributed by: Performance Programs, Inc. www.performanceprograms.com 1-860-388-9422
EQ THE EMOTIONAL INTELLIGENCE ABILITY TO IDENTIFY AND MANAGE ONE S OWN AND OTHERS EMOTIONS. Report for John Doe ID HB690564 Date July 22, 2013 2013 Hogan Assessment Systems Inc. Introduction The Hogan
More informationInterview Questions. version no.: 2.0 date: 13 March 2014
Interview Questions version no.: 2.0 date: 13 March 2014 Contents # Item 1 Introduction 2 Behavioural interviewing (STAR) 3 Questions used as a light touch and to open up discussion 4 You and the job:
More informationPosition Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development
Position Title: Business Development Manager (BDM) Department: Business Development Reports to: Vice President, Business Development Overall Responsibilities The Business Development Manager is responsible
More informationPerformance Factors and Campuswide Standards Guidelines. With Behavioral Indicators
Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...
More informationTHE BEHAVIORAL-BASED INTERVIEW
THE BEHAVIORAL-BASED INTERVIEW When interviewing candidates for a position at your facility, it is important to remember that it is important to ask questions beyond what can be found on a Curriculum Vitae.
More informationWhat was the impact for you? For the patient? How did it turn out? How has this helped you in your job? What was the result?
EXAMPLE VALUE BASED INTERVIEW QUESTIONS VALUE LEADING QUESTION FOLLOW UP QUESTIONS KEY CRITERIA Compassion Give me an example of a time when you were particularly perceptive regarding a Describe what you
More informationMaking a positive difference for energy consumers. Competency Framework Band C
Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture
More informationHow to Master Behavioral Interviews. Properly answering these 100 questions will help job seekers make the final candidate list
B Y H U M A N R E S O U R C E S E X P E R T S H A R O N A R M S T R O N G How to Master Behavioral Interviews Properly answering these 100 questions will help job seekers make the final candidate list
More informationInterviewing Practice = Preparation
Interviewing Practice = Preparation What is the Purpose of an Interview? STUDENT An interview is a two-way exchange, a conversation, in which both participants have some goals. The Interviewer wants to
More informationInterview Questions. Guide to Interview Preparation Techniques
Interview Questions Guide to Interview Preparation Techniques Table of Contents Adaptability 1 Listening.... 34 Ambiguity (Tolerance for). 2 Managerial Courage 35 Analytical Thinking 3 Managing Through
More informationShell Mentoring Toolkit
Shell Mentoring Toolkit A reference document for mentors and mentees Human Resources LEARNING 25/07/2007 Copyright: Shell International Ltd 2006 CONTENTS What is Mentoring? 4 The Mentor s Role The Role
More informationHow To Interview For A Job
Sample Interview Questions with Appropriate Answers Problem Solving Problem solving is a frequently required workplace competency whether the employer is exploring management competencies, sales competencies,
More informationUniversity of Alberta Business Alumni Association Alumni Mentorship Program 2015-2016
University of Alberta Business Alumni Association Alumni Mentorship Program 2015-2016 Program Guidelines This document is designed to be a reference guide, containing information that you will need throughout
More informationEXECUTIVE BEHAVIORAL INTERVIEW GUIDE
EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the
More informationSample Personal Profiles for CVs Handout
Sample Personal Profiles for CVs Handout To arrange to have your CV/Application form reviewed please contact Caroline Kennedy Careers & Opportunities Officer Email: ckennedy@ncirl.ie Telephone: 4498526
More informationWinning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders
Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing
More informationNeed Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca
Need Information? Go to: www.chr.alberta.ca/apscompetencies Have Questions? Email: apscompetencies@gov.ab.ca Table of Contents Background... 3 Why Behavioural Competencies?... 3 The APS Competency Model...
More informationInterview Questions. Change Management
Interview Questions Colleges and units are required to develop a core set of questions for each selection process as a mechanism for gathering consistent information about each candidate they consider.
More informationPREPARING FOR THE INTERVIEW
U N I V E R S I T Y C A R E E R S E R V I C E S PREPARING FOR THE INTERVIEW THE INTERVIEW The interview is an opportunity to demonstrate to an employer why you are the best fit for the position. Essentially,
More informationINTERVIEW QUESTIONS & TECHNIQUES Collected by MBA Dept
INTERVIEW QUESTIONS & TECHNIQUES Collected by MBA Dept General Advice Before you go for your interview you need to find out everything you can about the company. Reread your application/cv/covering letter,
More informationAPPLICATIONS GUIDE. TRACOM Sneak Peek. Excerpts from. Improving Personal Effectiveness With Versatility
APPLICATIONS GUIDE TRACOM Sneak Peek Excerpts from Improving Personal Effectiveness With Versatility TABLE OF CONTENTS PAGE Introduction...1 Prerequisites...1 A Guide for You...1 Why Learn to Become Highly
More information50 Tough Interview Questions
You and Your Accomplishments 1. Tell me a little about yourself. 50 Tough Interview Questions Because this is often the opening question, be careful that you don t run off at the mouth. Keep your answer
More information36 TOUGH INTERVIEW QUESTIONS And ways to structure the responses
1 36 TOUGH INTERVIEW QUESTIONS And ways to structure the responses (Management specific questions start with question 30) 1. Tell me about yourself Frame it: Describe how you are today vs. a long story
More informationAnnual Appraisal Instructions and Rating Descriptions
Annual Appraisal Instructions and Rating Descriptions Rating Descriptions ACU uses a 5-point rating scale to measure performance. Please use the following ratings and definitions to complete sections 1,
More informationSt Petersburg College. Office of Professional Development. Business Skills. Finance and Accounting. Administrative Support.
St Petersburg College Office of Professional Development Business Skills Finance and Accounting Finance and Accounting for Non financial Professionals Principles of Accounting and Finance Cash Flow Management
More information15 Most Typically Used Interview Questions and Answers
15 Most Typically Used Interview Questions and Answers According to the reports made in thousands of job interviews, done at ninety seven big companies in the United States, we selected the 15 most commonly
More informationTen Tough Interview Questions and Ten Great Answers
This tool is designed to identify typical questions asked and the kinds of answers that demonstrate a concise and thoughtful response. The following are some of the most difficult questions asked during
More informationSigmaRADIUS Leadership Effectiveness Report
SigmaRADIUS Leadership Effectiveness Report Sample Report NOTE This is a sample report, containing illustrative results for only two dimensions on which 360 performance ratings were obtained. The full
More informationAn Organizational Analysis of Leadership Effectiveness and Development Needs
An Organizational Analysis of Leadership Effectiveness and Development Needs Prepared For LGI Sample Organization All Raters 12 March 2015 Number of Responses = 10 2015 Center for Creative Leadership.
More informationBC Public Service Competencies
BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using
More informationThe Competent Communicator Manual
The Competent Communicator Manual Speech 1: The Ice Breaker For your first speech project, you will introduce yourself to your fellow club members and give them some information about your background,
More informationCandidate Assessment Report. Chris Williams ABC Company
Candidate Assessment Report INTRODUCTION This Candidate Assessment Report presents the results of an evaluation on as part of a candidate selection process for. It is based upon the completion of an assessment
More informationSAMPLE INTERVIEW QUESTIONS TEACHER S MASTER
C-12 INFORMATION SHEET SAMPLE INTERVIEW QUESTIONS TEACHER S MASTER QUESTIONS ABOUT YOU Tell Me a Little about Yourself. The interviewers want to know if you are well adjusted, work well with others, have
More informationBehavioural/ Competency Based Question Samples
This type of questioning is to determine a particular behaviour of a candidate and can be used to gather evidence applicable to all types of selection criteria. Behavioural or Competency Based Questioning
More informationAccountability for Others being responsible for the consequences of the actions of those whom you manage.
List of Soft Skill Competencies with Descriptions Each title is available as a separate training and development module and is based on the competencies measured by the TriMetrix Job and Personal Talent
More informationLeadership. D e v e l o p m e n t Your Guide to Starting a Program
Leadership D e v e l o p m e n t Your Guide to Starting a Program This publication is produced by the Leadership Education and Training Division of Rotary International. If you have questions or comments,
More informationMotivation Questionnaire
Motivation Questionnaire > Employee Motivation Report Name: Sample Report Date: 12 August 2009 Employee Motivation Report Introduction This report describes the factors that are likely to have an impact
More informationEssential Interview Questions for Recruiting and Staffing Agencies Find Top Talent by Asking the Right Questions
Essential Interview Questions for Recruiting and Staffing Agencies Find Top Talent by Asking the Right Questions A Bond Operational Excellence White Paper Essential Interview Questions for Recruiting and
More informationTeam Building MARZIO ZANATO
Team Building 1 What is Teamwork & Team Building Teamwork Concept of people working together as a team Team player A team player is someone who is able to get along with their colleagues and work together
More informationManagement Performance Appraisal
Management Performance Appraisal Name of Manager: Position: Department: Years in present position: Start date: Review Period: From: To: Revised June 2012 1 PERFORMANCE FACTORS: A. Integrity is the ability
More informationMOST FREQUENTLY ASKED INTERVIEW QUESTIONS. 1. Why don t you tell me about yourself? 2. Why should I hire you?
MOST FREQUENTLY ASKED INTERVIEW QUESTIONS 1. Why don t you tell me about yourself? The interviewer does not want to know your life history! He or she wants you to tell how your background relates to doing
More informationAttribute 1: COMMUNICATION
The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level
More informationA guide to helping people to succeed at work
Coaching: Helping you to improve social outcomes A guide to helping people to succeed at work This guide is for anyone wanting to use coaching skills to help colleagues succeed. In particular, it is intended
More informationThe Wisconsin Comprehensive School Counseling Model Student Content Standards. Student Content Standards
The Wisconsin Comprehensive School Counseling Model Student Content Standards The Wisconsin Comprehensive School Counseling Model builds the content of developmental school counseling programs around nine
More informationPersonal Development Planning and eportfolio. Student Guide
Personal Development Planning and eportfolio Student Guide 1 Introduction PDP helps you to develop the skills you need to take responsibility for your learning, development and career progression. Engaging
More informationASSERTIVENESS AND PERSUASION SKILLS
TROY CONTINUTING EDUCATION AND ARCTURUS TRAINING ACADEMY PERSONAL ENRICHMENT WORKSHOPS ASSERTIVENESS AND PERSUASION SKILLS Do you find yourself saying Yes when you want to say No? Do you end up agreeing
More informationAre You Prepared For Tricky Behavioral Interview Questions Like These??... (See the Answers below)
1 Are You Prepared For Tricky Behavioral Interview Questions Like These??... (See the Answers below) Why did you leave your last job? Have you ever been fired or forced to resign? Why have you had so many
More informationInterviewing Tips for Managers
One of the keys to successful recruitment and retention is the interviewing process. Developing a plan from initiating the search through to selection will enhance your chance for success. The purpose
More informationSELF ASSESSMENT OF GENERIC CAPABILITIES (SAGC) Question Booklet
SELF ASSESSMENT OF GENERIC CAPABILITIES (SAGC) Purpose: What this exercise will give you. Question Booklet By completing this exercise you will develop a systematic picture of your personal and professional
More informationTool 3 What makes a job satisfying for you?
Tool 3 What makes a job satisfying for you? Instructions This tool will help you select factors that make a job satisfying for you. Read each listed factor and select your top 10 items. You can prioritise
More informationLEADERSHIP DEVELOPMENT FRAMEWORK
LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,
More informationHow To Be A Successful Employee
Attention to Detail Achieves thoroughness and accuracy when accomplishing a task through concern for all the areas involved. Provides accurate, consistent numbers on all paperwork Provides information
More informationStudent s Guide To Interviewing..
Student s Guide To Interviewing.. Provided by: Linda Thurman, Faculty Associate for The Office of Student Professional Development and Success, The W S Lee College of Engineering. lthurman@uncc.edu 704-687-4415
More informationBUSINESS LETTER WRITING: PLANNING
Week 4 BUSINESS LETTER WRITING: PLANNING LEARNING OBJECTIVES: General To understand the nature of business letter writing as reader-centered To learn how to deliver messages in business letters clearly
More informationSample Interview Questions
Sample Interview Questions Questions an interviewer may ask you, and suggestions for responses! THE OFFICE OF CAREER SERVICES SLU 10492, Hammond, LA 70402 (985) 549-2121 www.selu.edu/career careerservices@selu.edu
More informationit happens, he or she is ready provided that the coach has the mindset and skill set needed to be an effective coach. The Coaching Mindset
Coaching at Work Coaching occurs in many different fields of endeavor. The skills and methods of coaches vary depending on the nature of the coaching relationship: the techniques used by an athletic instructor
More informationIC Performance Standards
IC Performance Standards Final Version 1 23 April 2009 1 TABLE OF CONTENTS BACKGROUND... 3 OCCUPATIONAL STRUCTURE... 4 PERFORMANCE ELEMENT CONTENT MODELS... 7 Professional and Technician/Administrative
More informationAgriculture, Food & Natural Resources Career Cluster Agribusiness Management and Leadership Course Number: 01.41200
Agriculture, Food & Natural Resources Career Cluster Agribusiness Management and Leadership Course Number: 01.41200 Course Description The Agribusiness Management and Leadership course provides a foundation
More informationHow To Be A Team Member
The following rating descriptions are examples of the behaviors employees would be demonstrating at each of the four levels of performance. These examples should assist the supervisor and employee during
More informationTop 10 Tips for Work Readiness
Top 10 Tips for Work Readiness Simple, Practical, Easy-to-Use, Reproducible For Free Lesson Downloads, visit www.careersolutionspublishing.com Each CD Covers an Essential Work Readiness Topic 10 lessons
More informationPortfolio EXAMPLES OF OUR WORK
SELECTION, TRAINING AND PERFORMANCE MANAGEMENT SYSTEMS THAT PRODUCE (AND RETAIN) SUPERIOR PERFORMERS COMPETENCY Portfolio EXAMPLES OF OUR WORK Content Job Models Page Executive Positions 1 Project Manager
More informationWHAT IS SOCIAL STYLES?
WHAT I OCIAL TYLE? The Alternative to a One-ize-Fits-All Approach to Working with Others As anyone who s ever worked with others can tell you, people approach their jobs in a variety of ways. ome people
More informationEXAMPLE WORKPLACE COMPETENCIES
EXAMPLE WORKPLACE COMPETENCIES ADAPTABILITY Changes behavioural style or method of approach when necessary to achieve a goal; adjusts style as appropriate to the needs of the situation. Responds to change
More informationLeading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard
Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing
More informationLeadership and Team Development for Organizational Success
HealthcareSource EXCLUSIVE DATASHEET Leadership and Team Development for Organizational Success Customized Learning for Advanced Leadership Development As healthcare organizations pursue strategic priorities
More informationBehaviourally Based Questions
Behaviourally Based Questions Index 1 HOW TO WRITE BEHAVIOURALLY BASED QUESTIONS Page 2 2 SAMPLE BEHAVIOURAL QUESTIONS Page 3 3 SAMPLE BEHAVIOURALLY BASED QUESTIONS FROM RIGHT JOB, RIGHT PERSON! CAPABILITY
More informationHEC Paris MBA Interview selection sample questions STRENGTHS AND WEAKNESSES ACHIEVEMENTS GOALS AND OBJECTIVES
HEC Paris MBA Interview selection sample questions STRENGTHS AND WEAKNESSES If I could only choose one candidate, why should I choose you over the rest? Compare your outside activities to your work activities?
More informationTMA Talent analysis. Performance report. Sarah Jones 17 March 2012. T I www.tmamethod.com E info@tmamethod.com
Talent analysis Performance report Sarah Jones 17 March 2012 T I www.tmamethod.com E info@tmamethod.com Content 1. Introduction 3 2. Meaning of the scores 3 3. Consistency 3 4. Providing Feedback 4 5.
More informationINTEGRAL 360 LEADERSHIP & MANAGEMENT PROFILE
INTEGRAL 30 LEADERSHIP & MANAGEMENT PROFILE Sammy Sample INTRODUCTION TO THE INTEGRAL LEADERSHIP & MANAGEMENT 30 PROFILE (ILMP) The Integral Leadership & Management 30 Profile (ILMP) is a 30 feedback process
More informationDTRQ9FO8D9N/TGDTRbzN2v4v. Sample Leader Leader Sample
DTRQ9FO8D9N/TGDTRbzNvv Sample Leader Leader Sample Feedback Report //0 About This Survey Leader Sample, //0 This multirater survey is designed to provide a basis for your professional development. As an
More informationHow To Understand Organizational Power And Politics
HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates
More informationOUR VALUES & COMPETENCY FRAMEWORK
OUR VALUES & COMPETENCY FRAMEWORK Introduction Below you will find the PPF s values and details of our key generic competencies and competency levels. You ll find details of the competency levels required
More informationTALENT MANAGEMENT Readiness Assessment. Competency Example Writing Workbook
TALENT MANAGEMENT Readiness Assessment Competency Example Writing Workbook May 2010 TIPS FOR WRITING COMPETENCY EXAMPLES 1. Keep in mind as you write your examples that the Leader-Manager competencies
More informationIndividual Development Planning (IDP)
Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your
More informationPREPARING FOR A CAREER AS A PUBLIC SAFETY DISPATCHER
PREPARING FOR A CAREER AS A PUBLIC SAFETY DISPATCHER Preparing for a job interview with a public safety agency rarely lasts longer than an hour, but its consequences can last for many years. In order for
More information